Professional Documents
Culture Documents
Introduction
In modern organization, employees are the asset of
Definition
Flippo defines training as the act of increasing the
Definition
Training is short term process utilizing a
organizational policies
Provides information for future needs in all areas of
the organization
Organization gets more effective decision making
and problem solving skills
Aids in development for promotion from within
Aids in developing leadership skills , motivation,
loyalty, better attitudes and other aspects that
successful workers and managers usually display.
Aids in increasing productivity and / or quality of
life
Helps keep costs down in many areas
individuals
Aids in orientation for new employee and
those taking new jobs through transfer or
promotion
Provides information on equal opportunity and
affirmative action
Provides information on other government
laws and administrative policies
Improves interpersonal skills
regulations viable
Improves morale
Builds cohesiveness in groups
Provides a good climate for learning,
growth and co ordination
Makes the organization a better place to
work and live.
Training Methods
On the Job: On the job training is a very
beginning it self
Learning can be controlled
Less cost, no off the job cost
Away from pressure of work and home.
Disadvantages:
Adverse impact on production so high
departmental budget
Chance of damage to the machines and
equipment
Increase in wastage and scrap due to lack of
experience
Multiple work of instructor , may lack skill of
training
Time constraint due to pressure of production
target
Psychological pressure on trainee.
Training Methods
On-the-job methods
Job Rotation
Coaching
Job Instruction
training
Committee
assignments
Demonstration
Apprenticeship
Off-the-job methods
Vestibule training
Role playing
Lecture methods
Conference or discussion
Programmed instruction
Training Methods
Off the job:
In off the job training the employee is taken away
from his actual work place. Training is provided at
a location specially arranged for training program.
Advantages
More time to learn
Trainees specific difficulties are explored
Relaxed atmosphere supporting to learn
Less distraction so full attention of trainee
Exchange of knowledge and experience
Improves morale
Helps in self development
9-16
D e m e r it s
T r a in e e le a r n s f a s t t h r o u g h p r a c t ic e a n d o b s e r v a t i o n .
T h e t r a i n e e s h o u l d b e a s g o o d a s t h e t r a i n e r.
If th e tr a in e r is n o t g o o d , tr a n s fe r e n c e o f
k n o w l e d g e a n d s k i l l s w i l l b e p o o r.
It is e c o n o m ic a l a s it d o e s n o t r e q u ir e a n y s p e c ia l
s e t t i n g s . A ls o , m is t a k e s c a n b e c o r r e c t e d i m m e d ia t e ly .
W h il e le a r n in g , t r a in e e m a y d a m a g e e q u ip m e n t ,
w a s t e m a te r ia ls , c a u s e a c c id e n ts f r e q u e n tly.
T h e t r a in e e g a in s c o n f i d e n c e q u ic k ly a s h e
d o e s t h e w o r k h im s e l f i n a c t u a l s e t t in g w it h
h e l p f r o m s u p e r v i s o r.
E x p e rie n c e d w o r k e r s c a n n o t u s e th e m a c h in e r y
w h il e it is b e in g u s e d f o r t r a in in g .
I t i s m o s t s u it a b le f o r u n s k i ll e d a n d s e m i- s k ille d jo b s
w h e r e t h e jo b o p e r a t i o n s a r e s im p l e ; e a s y t o e x p la i n
Training
9-18
Functions of Mentoring
G o o d m e n te e s ......
G o o d m e n to r s ......
L is t e n a n d u n d e r s t a n d
C h a lle n g e a n d s t im u la te
le a r n i n g
C oach
B u i l d s e l f - c o n fi d e n c e
P r o v id e w is e c o u n s e l
T e a c h b y e x a m p le
A c t a s r o le m o d e l
S h a r e e x p e r ie n c e s
O ff e r e n c o u r a g e m e n t
L is te n
A c t o n A d v ic e
S h o w c o m m itm e n t to le a r n
S u c c e s s fu l
M e n to r in g
C
A
A
A
A
h e c k e g o a t th e d o o r
s k fo r fe e d b a c k
r e o p e n m in d e d
r e w il li n g t o c h a n g e
r e p r o a c tiv e
D e m e rits
T h e r e i s a n e x c e ll e n t o p p o r t u n it y t o l e a r n
It m a y c r e a te fe e lin g s o f je a lo u s y a m o n g q u ic k ly
th r o u g h c o n tin u o u s in te r a c tio n . o th e r w o r k e r s w h o
a r e n o t a b le to s h o w e q u a lly g o o d p e r fo r m a n c e .
C o n s t a n t g u id a n c e h e lp s t h e m e n t e e
to b e o n t r a c k , u s in g f a c ilitie s to g o o d
a d v a n ta g e .
If m e n to r s f o r m o v e r ly s tr o n g b o n d s w ith
t r a in e e s , u n w a r r a n t e d fa v o u r it is m m a y r e s u lt.
T h is c a n h a v e a d e m o r a lis in g e f fe c t o n o th e r w o r k e r s ,
a f f e c t in g t h e i r w o r k p e r f o r m a n c e in a n e g a t iv e w a y.
Training
9-19
Demerits
Improves participants job skills, job satisfaction Increased workload for participants
Provides valuable opportunities to network within
Constant job change may
produce
the organisation
stress and anxiety
Offers faster promotions and higher salaries to
quick learners
Training
E- Training
Advantages:
It is self paced. Trainees can proceed on their own.
It is interactive, tapping multiple trainee senses
Allows for consistency in the delivery of training.
Enables scoring of services/ assessment and the
appropriate feedback.
Incorporates built in guidance and help for
trainees to use when needed.
It is relatively easy for trainers to update content.
Can be used to enhance instructor led training.
E- Training
Disadvantages:
May cause trainee anxiety.
Not all trainees may be ready for e- learning.
Not all trainees may have easy and uninterrupted access
to computers.
Not appropriate for all training content. E.g. leadership,
cultural change.
Requires significant upfront cost and investment.
No significantly greater learning evidenced in research
studies.
Requires significant top management support to be
successful
It is worth saying that
organizations using e-learning exhibit a number of
common success factors.
Training Procedure
Preparing the instructor
Preparing the trainee
Getting ready to teach
Presenting the operation
Try out the trainees performance
Follow up
PROCESS
Training need analysis is done to find out
9-13
Task Analysis
Person Analysis
Job descriptions
Performance data or
Personnel inventories
Job specifications
Work sampling
Skills inventories
Performance standards
Interviews
Questionnaires
Eficiency indexes
Work sampling
Tests (KASOCs)
Reviewing literature on
the job
Customer/employee
attitude surveys
Management requests
Training progress
Exit interviews
Training committees
Rating scales
Analysis of operating
problems
CIT
Diaries
Devised situations (e.g., role
play)
Assessment centers
MBO or work planning
systems
Training
9-6
Principles of Training
Motivation
Progress information
Reinforcement
Practice
Full vs. Part
Individual differences
Mental set
Nature of learning materials
Known to unknown
Training Pitfalls
Here is a checklist to avoid training pitfalls
Evaluation of Training
Prog.
Learning
Job behavior
Organization (in the form of increased